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LawCrossing’s 20 Most Popular 2015 Articles for Law Firms and Firm Managers

LawCrossing’s 20 Most Popular 2015 Articles for Law Firms and Firm Managers Summary: Check out this list of the top 20 articles in 2015 for law firms on LawCrossing. + read more

Eight Ways Law Firms Usually Stifle Creativity: How to Encourage Innovation in a Law Firm

Eight Ways Law Firms Usually Stifle Creativity: How to Encourage Innovation in a Law Firm Summary: Learn about models of law firm leadership that encourage innovation and how to embrace creativity in your law firm. + read more

Why Employers Use Talent Tracking Software

Talent management software is gaining importance because getting and keeping good talent has become critical in corporate performance. + read more

Three Employee Appraisal Myths v. Reality

The use of performance appraisals as a tool to improve performance management may be overrated or misunderstood. Hard research shows performance appraisals have negative effects on employee populations more often than having positive outcomes. As a result, employers and human resources departments are having a fresh look at this essential tool of human resources management. This article takes a look at three major myths of performance appraisal that lead to its misuse. + read more

The Trap of Equating Human Resources to Inanimate Resources

One of the major impediments in managing people and upping productivity lies inside the mindsets of managers and employers, which in turn is a product of the cultural and literary environment of the workplace. Managers and employers are logically worried about productivity, output, resources and etcetera, because they’ve got a business to run, and maintain work processes that help run the business meet its targets. + read more

Issues of Work-Life Balance in a Law Firm Environment

Even though the recession, downsizing, a poor job market, and declining demand for traditional legal services and billing continues to plague the industry, law firms recognize the need to retain their top talent, and therefore the need to address issues of work-life balance. The simple fact that it seems to be an employer’s market does not deceive law firm leaders that the true nature of things has not changed – it is still an employee’s market, as far as top talent is concerned, and the cost of replacing a key attorney or employee is difficult to measure. + read more

Law Firms that Succeed Provide Space to Management Professionals

A recent paper authored by Laura Empson of the Cass Business School, titled “Who’s in Charge? Exploring the Leadership Dynamics in Professional Service Firms,” took a refreshing look at some of the top law firms of the world and made some interesting observations. + read more

How to Tackle High Potential Employees

High-potential employees, as opposed to high-performing employees, or highly-knowledgeable employees, are exceptionally important for talent management. While there is nothing that prevents a high potential employee from being a high performer or highly knowledgeable, quite often these three are not the same. A high performer or highly knowledgeable employee may not be ready for promotion due lack of competence required at the next level up. However, high-potential employees are those who are ready to be promoted, and therefore they need to be properly managed, developed and retained. + read more

Leveraging Group Dynamics in Employee Training

Training is the key to creating teams, organizations, and realizing business objectives. We are no more in a world where things are predictable – successful hires are random, unless it is being done by a leading expert in a field and in a narrow field. Generally, the HR people recruit across a broad range of job functions, and truly speaking, there are very few predictors of success of an employee. The only thing that a company might do is to train people to do their jobs and orient them to company culture and objectives. + read more

The Eight Values of the New Employee-Employer Relationship

The new employee-employer relationship that is firmly in place, more so post-recession, focuses on an immediacy of things and lacks permanency. The psychological contract, unsaid things, trust, and other values like loyalty had played a role in the employee-employer relationships of the past. + read more

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